There is always an envelope that sets the limit of the firm's understanding and therefore a limit to the effectiveness of planning and the resulting organizational activities. Unlimited, flawless information and understanding (theologians would call this omniscience) should at least theoretically lead to perfect plans, which should lead to complete market domination ― unless, of course, the competition has access to the same information and understanding. This situation is clearly not the case in any firm that must function in a complex and ever-changing business environment. Not only do we have limited and imperfect information, but our understanding of that information is often limited. Managers must constantly ask the question "What information do we need and what does that information mean?"

IMS Quantum Corporation functions at the edge of the information/understanding envelope by finding the keys that will yield better information and understanding in situations where both are limited. Ironically, while managers may be experiencing "information overload," they may also be experiencing "understanding starvation" at the same time. This condition can occur for two reasons: First, while we have seemingly unlimited information, we don't necessarily have the right information. Second, even if we fortuitously have the right information, we do not necessarily have the right context in which to understand it. The problem is that we do not have the tools that will clarify what information is needed and will provide the context in which this information takes on its most complete meaning.

But how do managers know if the organization suffers from either of these problems? Managers are supposed to believe in the systems they have set up to guide their businesses. They have set up these systems for the express purpose of yielding the best possible understanding. On the other hand, managers are the ones who ask the probing questions that help others clarify their activities and improve performance. This situation produces an inherent conflict between the manager's desire to have the answers and his or her mandate to provide the critical questions. When managers in the organization have more questions than answers, the organization begins to operate at the outer edge of the envelope. Those organizations that expand the envelope will develop the competitive advantage required to expand market share and enhance profitability, if not completely dominate the market.

The Integrated Planning Model is a powerful tool for taking an organization to a new level of understanding. It forms the basis for the management information system so that the right information is captured. It forms the basis for the shared understanding of the organization that in turn is the backbone of all budgeting and strategic planning. It provides the context for a host of critical questions. IMS Quantum Corporation, by providing integrated planning tools for top management, demonstrates its commitment to help organizations move from the Information Age into the Age of Understanding.